Reference Checks
It is strongly recommended that hiring committees conduct reference checks for candidates prior to hiring any position. Checking references can assist with selecting effective employees who can further the university's mission, goals and values. Effective reference checking allows the hiring committee to:
- See how the applicant’s previous employers viewed their job-related behavior.
- Confirm the accuracy of the information provided by the applicant in their application materials and interview(s).
- Help protect the University of Idaho, including from a negligent hiring claim.
Reference checks can be conducted at any point during the search and interview process. You may only need to check references for your top finalist. If you are undecided or have equally matched finalists, check references for all of them.
The Reference Check Form offers a suggested list of questions. You may also develop your own questions (see “What to ask during a reference check” below).
Reference checks may be conducted either by email or by phone.
- To conduct reference checks by email, send a copy of the Reference Check Form (or a list of questions developed by the hiring committee) to each reference and request that they complete and return it.
- To conduct reference checks by phone, arrange a phone call with each reference and use the Reference Check Form or list of questions as a guide during the conversation. Carefully document references' responses to the questions, but do not add your own impressions of the conversation as the documentation will become part of the recruiting file.
It is good practice to let the applicant know in advance that you are going to contact references. Note that some employers will not provide reference checks without a signed release from the applicant.
HR offers the following recommendations:
- Ideally, contact supervisors covering work for the prior 7-10 years AND at least three references.
- Focus on former supervisors. If a candidate does not list a former supervisor as a reference, that is a red flag that should be explored. In that situation, contact former supervisors as well as listed references. It is good practice to inform the applicant in advance that you intend to do so.
- Always speak to the current supervisor. An applicant may request that you not contact their current supervisor before letting the applicant know. Honor this request and give the applicant time to let the current supervisor know the reference check is coming. You may want to check this reference last (even after the applicant’s criminal background check) once you are confident that the applicant is a viable candidate for the job. If an applicant is adamant that you not contact their current supervisor, discuss the reasons with the applicant and consult with your HR Business Partner to determine the best course of action.
- Former or current subordinates of the applicant are a good source of information if you are hiring a supervisor position.
- Contact supervisors first and then contact coworkers, peers, stakeholders or personal references if there are an insufficient number of supervisors, which may happen for people relatively new to the workforce.
- You are always welcome to ask the applicant for additional references beyond those initially provided in their application.
A note on “unofficial” references
HR strongly encourages you not to contact anyone “unofficially” to provide job performance-related information. Although it is not illegal to do so, it may put the applicant in an awkward or untenable situation. “Unofficial” references may also not be aware of exit or other legal agreements. The risk of souring a relationship with someone we want to hire probably does not outweigh the benefit of what we could learn and subsequently verify. Please convey this to your entire interviewing panel, as individuals sometimes take it upon themselves to reach out.
The Reference Check Form offers a recommended list of questions that are adequate for most positions. However, you also have the option to develop your own list of questions. Some considerations:
- Questions must be job-related and focus on the applicant’s prior work history and performance. You may wish to ask about the applicant’s job-related skills, interpersonal relationship skills, quality and quantity of work performed, ability to follow directions, judgment, timeliness, accuracy, attendance, management or supervisory skills (if part of the job) and ability to respond to feedback.
- Avoid questions that could be interpreted as asking about something in a protected category. For example, asking about "attendance" leaves open the possibility that you will get information about absences that are protected by law. Instead, you can ask, “How was the attendance, excluding any missed work protected by law?”
- Always ask about the applicant’s reason for leaving a previous employer and if the applicant ever violated company policy. While it may be awkward, it’s important to explore these topics to protect the university from possible negligent hiring claims. This is especially important if the applicant was involved in sexual harassment, discrimination, fraud, theft or workplace violence.
- It's appropriate to confirm job-related information provided on the application or during the interview.
Occasionally, references may decline to answer certain questions due to company policy. In that case, let them know that we appreciate any information they can give. Even verifying the candidate’s former position title, dates of employment and other basic information may be insightful.